Transcript Document

State University - Higher School of Economics
&
Institute for Policy and Program Evaluation
Total Quality Management
Application to Business &
Public Sector
(Ekaterina Kuznetsova)
Colloquium
«Program and Policy Evaluation: Methodology and Application»
Moscow, 23. November 2006
www.hse.ru
www.iopp.ru
Contents
Case-studies:
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TQM in Business
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TQM in Public Sector
TQM in BUSINESS
The EFQM Excellence Award
is given when the Jury identifies an
exceptional organisation with excellent
and sustainable results across all areas,
and demonstrates a highly effective,
efficient and continuously improved
management system
Insight: People Development and
Involvement at CCINCA

CCINCA, a 2005 EFQM Excellence Award
Finalist, sets an example with a structured
people management system with the
objective of improving customers and
results orientation.

CCINCA has managed to achieve a culture
of improvement and trust.
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Goal: to change and to modernize the
management system to cope with new
competitive challenges

Objective: to be a public company
managed as a private one with strong
customer and results orientation
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Implementation: people development and
involvement + improvement of people
management system
KEY SUCCESS FACTOR
Implementation of a
structured people
management system
The main elements of the system (1)
HR policy which gives the orientations;
 A competence development and training
process;
 An internal communication process;
 An empowerment process;
 An evaluation and recognition process

The main elements of the system (2)
A set of assessment tools
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annual EFQM self-assessment;
annual employee satisfaction survey;
manager satisfaction survey;
key performance indicators for each HR process;
an annual service contract review with directors;
some online surveys for training and
communication
Results achieved

Deployment of the annual individual appraisal interview
throughout the group, one part concerning skills and another
part concerning performance.

Recognition, through financial and non financial rewards,
linked to individual achievement of objectives.

100% employees involvement in the improvement
programme.

Creation of a culture of improvement that is reinforced by the
deployment of improvement process and assessment tools in
each of the activities.

Increased of the training budget to around 6% of the payroll
and structure of the training processes to improve employee
satisfaction with training.
Do:

Get your top management committed to people development and
convinced that the implementation of a people management system
is a key factor in the global performance;

Work closely with managers and employees on the design of new
HR tools to understand their needs and to provide everyone with a
clear understanding of the project goals and objectives;

Take the time to deploy the tools progressively;
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Empower your managers through the use of new HR tools;

Regularly review the effectiveness of the system in assessing the
satisfaction of employees and managers;
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Take the time to communicate on the project at all levels;
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Ensure training and coaching for managers and their teams.
Don’t:
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Don’t deploy a new tool for all employees at the same
time: take the time to test;
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Don’t start the implementation of a new tool using
criteria which have not been worked out by the
employees and the managers themselves;
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Don’t forget to review;

Don’t hesitate to coach people if difficulties are
encountered
TQM in Public Sector
DOES IT WORK?
Current political context of
government
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focus on short-term activities that do not
fundamentally change systems (emphasis on the
quick fix)
crisis driven rather than preventative
driven by current economic conditions rather
than long-term conditions
characterized by mistrust between political and
civil service arms of government
top-down decision making prevalent
highly adversarial positions of political parties
The Pennsylvania
Department of
Transportation’s Quality
Program
Revitalization
= complete overhaul of poorly performing
public organizations into high-performance
organizations
Because of declines in service delivery,
inadequate funding, cutbacks, low morale, lack
of management capacity, lack of a sense of
mission, loss of political support and public
credibility
Two Decades of Quality Management at
PENNDOT, 1982-2002
Two Years of Innovation and
Change at PENNDOT, 1999-2001
Thank You